Leadership Capacities-Jung Chang
Moral purpose is the driving force in any leader; I cannot endorse any given leader as such without a strong moral sense. Michael Fullan discusses such in connection with the Spiritual Domain of his article (2001, p. 2): “quiet virtues of restraint, modesty, tenacity, compassion, humility.” It is possessing such a strong moral sense that ultimately guides the other leadership capacities. In spite of Jung Chang’s hardships she always maintained this core value within her; it is exactly such that compelled her to tell her story so others would know the story of China and especially the Cultural Revolution years.
Viewing Jung Chang as a leader according to Fullan’s definitions is difficult. While she is involved in a process of change, building relationships, building knowledge and sharing, she is not doing so in an active sense but rather passively. However, if we look at another of Fullan’s definitions of a leader, Jung Chang certainly qualifies: “…the characteristics of effective leaders are accessible to most of us; they do not involve heroics…” (2001, p 2). In a quiet way she is a leader for change in China. Her book is widely read there and is making an impact in both China and the world.
The fact that she wrote this book clearly demonstrates her commitment to “…developing and sharing new knowledge” (2001, p. 1). How easy would it have been for her to not tell her story; how many millions of other Chinese with a similar story chose not to share this story of atrocities against humanity? I believe it is her strong moral sense that made her that one in a billion who felt so compelled to tell her story. The fact that she continues to write about subject matter that the Chinese government still persists in suppressing illustrates to me her quiet pursuit of justice. This is what makes her a leader in my eyes.
References
Fullan, M. (2001). Leadership and sustainability. Retrieved from http://www.
cdl.org/resource-library/articles/ldr_sustainability.php
Saturday, February 14, 2009
Leadership Capacities-Jung Chang
Leadership Capacities-Jung Chang
Moral purpose is the driving force in any leader; I cannot endorse any given leader as such without a strong moral sense. Michael Fullan discusses such in connection with the Spiritual Domain of his article (2001, p. 2): “quiet virtues of restraint, modesty, tenacity, compassion, humility.” It is possessing such a strong moral sense that ultimately guides the other leadership capacities. In spite of Jung Chang’s hardships she always maintained this core value within her; it is exactly such that compelled her to tell her story so others would know the story of China and especially the Cultural Revolution years.
Viewing Jung Chang as a leader according to Fullan’s definitions is difficult. While she is involved in a process of change, building relationships, building knowledge and sharing, she is not doing so in an active sense but rather passively. However, if we look at another of Fullan’s definitions of a leader, Jung Chang certainly qualifies: “…the characteristics of effective leaders are accessible to most of us; they do not involve heroics…” (2001, p 2). In a quiet way she is a leader for change in China. Her book is widely read there and is making an impact in both China and the world.
The fact that she wrote this book clearly demonstrates her commitment to “…developing and sharing new knowledge” (2001, p. 1). How easy would it have been for her to not tell her story; how many millions of other Chinese with a similar story chose not to share this story of atrocities against humanity? I believe it is her strong moral sense that made her that one in a billion who felt so compelled to tell her story. The fact that she continues to write about subject matter that the Chinese government still persists in suppressing illustrates to me her quiet pursuit of justice. This is what makes her a leader in my eyes.
References
Fullan, M. (2001). Leadership and sustainability. Retrieved from http://www.
cdl.org/resource-library/articles/ldr_sustainability.php
Moral purpose is the driving force in any leader; I cannot endorse any given leader as such without a strong moral sense. Michael Fullan discusses such in connection with the Spiritual Domain of his article (2001, p. 2): “quiet virtues of restraint, modesty, tenacity, compassion, humility.” It is possessing such a strong moral sense that ultimately guides the other leadership capacities. In spite of Jung Chang’s hardships she always maintained this core value within her; it is exactly such that compelled her to tell her story so others would know the story of China and especially the Cultural Revolution years.
Viewing Jung Chang as a leader according to Fullan’s definitions is difficult. While she is involved in a process of change, building relationships, building knowledge and sharing, she is not doing so in an active sense but rather passively. However, if we look at another of Fullan’s definitions of a leader, Jung Chang certainly qualifies: “…the characteristics of effective leaders are accessible to most of us; they do not involve heroics…” (2001, p 2). In a quiet way she is a leader for change in China. Her book is widely read there and is making an impact in both China and the world.
The fact that she wrote this book clearly demonstrates her commitment to “…developing and sharing new knowledge” (2001, p. 1). How easy would it have been for her to not tell her story; how many millions of other Chinese with a similar story chose not to share this story of atrocities against humanity? I believe it is her strong moral sense that made her that one in a billion who felt so compelled to tell her story. The fact that she continues to write about subject matter that the Chinese government still persists in suppressing illustrates to me her quiet pursuit of justice. This is what makes her a leader in my eyes.
References
Fullan, M. (2001). Leadership and sustainability. Retrieved from http://www.
cdl.org/resource-library/articles/ldr_sustainability.php
Qualities of Leadership-Jung Chang
Qualities of Leadership-Jung Chang
Since her book, Wild Swans, is autobiographical I was able to gain insight into what I perceive her qualities of leadership were. I use this past tense because I believe her qualities of leadership today are different from her past. I would qualify her past primary behavior as “controller”; she had to endure unbelievable circumstances in order to survive: strong-willed, quickly responds, competitive, and performs to capacity. As a writer today, as a quiet voice for change, I perceive her primary quality as “promoter”: warm and friendly, imaginative and creative, persuasive, communicates well.
I would perceive her past secondary quality as “promoter” because of the out front, forceful personality that was required in order for her to survive. I would perceive her present secondary quality as “analyzer” because of her quiet, non-threatening approach to leadership. Other definitions that also put her into this category include serious, persistent, and goal oriented (slowly and carefully: recall, it took her ten years to write this book!).
I write about her qualities in past and present tense because of how personal failures-one setback after another as she and her family endured life under communist rule: betrayal, starvation, banishment, to name a few-ultimately led to a turning point in her life. Not unlike many WWII heroes who choose to live quietly, she also chose such a life at first when she was permitted to pursue an education in England. However, she finally let go of all her bitterness and faced the horrors she endured-as well as some she perpetrated as a young Red Guard in Mao’s Cultural Revolution-in order to tell her story. I believe she learned from these failures and used this turning point in her life-i.e., the opportunity to leave China-to become the quiet leader for change through her book. As a “promoter/analyzer” today she is able to be a voice for change through her stories.
Since her book, Wild Swans, is autobiographical I was able to gain insight into what I perceive her qualities of leadership were. I use this past tense because I believe her qualities of leadership today are different from her past. I would qualify her past primary behavior as “controller”; she had to endure unbelievable circumstances in order to survive: strong-willed, quickly responds, competitive, and performs to capacity. As a writer today, as a quiet voice for change, I perceive her primary quality as “promoter”: warm and friendly, imaginative and creative, persuasive, communicates well.
I would perceive her past secondary quality as “promoter” because of the out front, forceful personality that was required in order for her to survive. I would perceive her present secondary quality as “analyzer” because of her quiet, non-threatening approach to leadership. Other definitions that also put her into this category include serious, persistent, and goal oriented (slowly and carefully: recall, it took her ten years to write this book!).
I write about her qualities in past and present tense because of how personal failures-one setback after another as she and her family endured life under communist rule: betrayal, starvation, banishment, to name a few-ultimately led to a turning point in her life. Not unlike many WWII heroes who choose to live quietly, she also chose such a life at first when she was permitted to pursue an education in England. However, she finally let go of all her bitterness and faced the horrors she endured-as well as some she perpetrated as a young Red Guard in Mao’s Cultural Revolution-in order to tell her story. I believe she learned from these failures and used this turning point in her life-i.e., the opportunity to leave China-to become the quiet leader for change through her book. As a “promoter/analyzer” today she is able to be a voice for change through her stories.
Overview of Jung Chang-J. Collins
Overview of Jung Chang
“Real leaders are ordinary people with extraordinary determination.” This is a quote by John Seaman Garns that I found on a website about leadership. It is one that steers my perception of what a leader should be: I believe the best leaders work quietly, often behind the scenes, not looking for accolades of any kind. Often such leaders have fallen into such a role by accident, not having pursued such on their own. For these reasons I chose the Chinese author Jung Chang as my leader of choice.
I identify with Jung Chang because we are the same age. However, our backgrounds could not be more dissimilar. As I read her book, Wild Swans, I would often relate what was going on in my American “cushy” life as she struggled through the unbelievable horrors of the rise of Mao and the Cultural Revolution. She was one of the first groups of Chinese students allowed to study abroad (1978); she relocated to England and obtained a Ph.D. in linguistics. It took her ten years to write this book about her life during the atrocities in China because of its painful content.
Wild Swans chronicles the lives of her grandmother, her mother, and Jung herself. The sale of this book is still banned in China; however, one is allowed to bring it in. Dr. Chang has gone on to write more books about China including the rise and fall of Mao. I view her as a catalyst for change in China as the people both in and out of China become aware of what freedom could mean for them. China is, and will continue to be, a major player in world politics as well as the world economy; it behooves the rest of the world to know its background to understand its government versus its people.
References
Chang, J. (1991). Wild swans. Simon and Schuster: New York.
Garns, J.S. (n.d.). Retrieved February 14, 2009, from http://www.deca.org/pdf/
LeadershipQuotes/pdf
“Real leaders are ordinary people with extraordinary determination.” This is a quote by John Seaman Garns that I found on a website about leadership. It is one that steers my perception of what a leader should be: I believe the best leaders work quietly, often behind the scenes, not looking for accolades of any kind. Often such leaders have fallen into such a role by accident, not having pursued such on their own. For these reasons I chose the Chinese author Jung Chang as my leader of choice.
I identify with Jung Chang because we are the same age. However, our backgrounds could not be more dissimilar. As I read her book, Wild Swans, I would often relate what was going on in my American “cushy” life as she struggled through the unbelievable horrors of the rise of Mao and the Cultural Revolution. She was one of the first groups of Chinese students allowed to study abroad (1978); she relocated to England and obtained a Ph.D. in linguistics. It took her ten years to write this book about her life during the atrocities in China because of its painful content.
Wild Swans chronicles the lives of her grandmother, her mother, and Jung herself. The sale of this book is still banned in China; however, one is allowed to bring it in. Dr. Chang has gone on to write more books about China including the rise and fall of Mao. I view her as a catalyst for change in China as the people both in and out of China become aware of what freedom could mean for them. China is, and will continue to be, a major player in world politics as well as the world economy; it behooves the rest of the world to know its background to understand its government versus its people.
References
Chang, J. (1991). Wild swans. Simon and Schuster: New York.
Garns, J.S. (n.d.). Retrieved February 14, 2009, from http://www.deca.org/pdf/
LeadershipQuotes/pdf
Thursday, February 12, 2009
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